INTERNATIONAL JOURNAL OF
ENERGY AND ENVIRONMENT
Volume 2, Issue 4, 2011 pp.749-760
Journal homepage: www.IJEE.IEEFoundation.org
Energy management key practices: A proposed list for
Malaysian universities
Choong Weng Wai, Abdul Hakim Mohammed, Low Sheau Ting
Centre for Real Estate Studies, Faculty of Geoinformation and Real Estate, Universiti Teknologi
Malaysia, 81310 Skudai, Johor, Malaysia.
Abstract
This study embarks to propose a list of energy management key practices for Malaysian Universities.
Energy management is beneficial for Malaysian university that confront expensive energy bill, for it have
large build up areas, comprehensive facilities as well as large numbers of building users. The proposed
list of energy management key practices is a complement to their existing practices and, to guide them in
achieving energy sustainability. A non-experimental, quantitative, and survey research design was used.
Questionnaire survey was performed in Malaysian public and private universities to obtain energy
coordinators’ perspective on the importance of proposed energy management key practices. This study
suggests a total of 47 key practices are vital to manage energy in university, they were grouped into three
major phases: “Planning”, “Implementing”, and “Monitoring and Evaluation”. The results show that key
practices pertain to involvement, measurement and verification, budget allocation, energy goals and
objectives were considered very important by university energy coordinators. Although technology
approach seems impressive, result shows it is not their prior choice. Also, some of the soft energy
management key practices, such as “develop education plan” and “advice on energy matters” are not
considered important by the energy coordinators. The paper confirms the importance of the proposed list
of energy management key practices, the list would be applicable to university to monitor and measure
their energy performance.
Copyright © 2011 International Energy and Environment Foundation - All rights reserved.
Keywords: Energy management; Key practices; Malaysian universities.
1. Introduction
Developed and developing nations depend on energy for it is the important driver for economic growth
and country development. The World Energy Outlook [1] projected the world primary energy demand
grows by 1.6% per year on average from 2006-2030. In developing nations, energy usage is expected to
increase rapidly due to expansion of their economies [2]. The ever rising of energy demand will exhaust
the limited energy resources sooner or later. The rapidly increased oil price and environmental
degradation in recent years had attracts global concern and leads to a call for better use of energy. A long
term programs aimed at making the use of energy more efficient is needed [3]. One of the possible
solutions is through energy management. Energy management is known as the effective use of energy to
maximize profits and to enhance competitive positions [4]. It is regarded as a long-term method of
stretching limited energy resources. As according to [5], consistent energy savings can be achieved by
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
implementing consistent energy management practices as well as proper measurement verification
procedures.
2. The needs of energy management key practices for Malaysian universities
In year 2007, The Malaysia Ministry of Education has urged all education centres to save energy for
expensive monthly electricity bill had became the concerns for many parties. This was concurrent with
The Ministry of Energy, Water, and Communications that embarking on a conservation program in
Government department to reduce electricity consumption by 10 percent [6]. Indeed, the increases of
electricity tariff in peninsular of Malaysia by an average of 12% since Jun 2006 has a domino effect on
operational costs for university, for it have large build up area and large community.
Energy management provides considerable opportunities in assisting large public institutions
(universities, hospitals, government office buildings, etc) and high energy consumption private
operations cut costs considerably [7]. The typical energy bill in the education sector is approximately 5
percent of the total expenditure and saving of 20 percent of the energy bill is possible with simple
improvements [8]. In fact, an energy cost savings of 5-15 percent is usually obtained quickly with little to
no required capital expenditure when an aggressive energy management program is launched [9].
A comprehensive list of energy management key practices is important for local university, for it will
reveal the significant practices to be focused. This help university to plan, review, benchmark and
allocate resources better, to put it simply, it can be understood as “what” are the best to be done to
achieve energy saving goal. Key practices mean the fundamental policies, procedures, and activities that
contribute most to the effective implementation of a key process area [10]. The term ‘key practices’ is
well described in the Capability Maturity Model (CMM) developed by the Software Engineering
Institute at Carnegie-Mellon University. It is understand as the elements which contribute most
effectively to the implementation of the key process areas. This study embarks to identify and propose a
list of energy management key practices for Malaysian Universities.
3. Phases and key practices of energy management
Comprehensive literature search was done to identify relevant energy management key practices, the
sources of reference was based on secondary data, including journals, books, thesis, reports and
conference papers. These include [4, 9, 11- 29].
We have identified 47 key practices that grouped into three phases: ‘Planning’, ‘Implementing’, and
‘Monitoring and Evaluation’. Each phase is associated with a list of key practices.
“Planning” is known as “delineating goals and ways of achieving them” [30]. Planning provides a
starting point for initiating energy management efforts in any activity and is essential to any successful
energy management program [17, 21]. It is crucial for the allocation of scarce resources, whether those
resources be people, money, or energy. In general, “planning” is the process of deciding on advance what
is to be done, how is it to be done, where is it to be done, when to be done, who should get it done, and
how to achieve the pre-determined organizational goals. In energy management, “planning” is beginning
from designing to the organizing of the whole process until monitoring and evaluating of the energy
management process. It is looking ahead, energy manager or management committee need to anticipating
the future and deciding the course of action to be taken during this phase. It requires imagination,
foresight, and sound judgement throughout this phase. The literature search had confirmed that there are
16 key practices fall under this phase. See Table 1.
The phase two “Implementing” is to execute or take action of what management team had planned in the
planning phase [31]. “Implementing” phase is the heart of many energy management programmes. For
that, it is vitally important to incorporate appropriate leadership and sufficient supervision in this phase
to ensure the energy management can be implemented as in plan. During “Implementing” phase, the
management shall set their goals, capital investments, application of energy management principles, and
then follow through the program according to the plan [12]. Besides that, the energy management
committee or practitioner needs to determine where and how energy is being used. The literature search
had confirms 17 key practices connected to this phase. See Table 2.
Phase three is “Monitoring and Evaluation”, it is to direct, control, and evaluate the particular action
taken are matching as what the management had designed and planned. This is the final phase in the
energy management process by which goals and objectives are transformed from planning information
into completed programs [17]. Now, the energy coordinator should make sure the program is carried out
according to the plan, if any changes is needed, what different directions should be taken and so evaluate
ISSN 2076-2895 (Print), ISSN 2076-2909 (Online) ©2011 International Energy & Environment Foundation. All rights reserved.
International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
751
the outcome as well [24]. Literature search reveals that there are 14 key practices connected to this phase.
See Table 3.
Table 1. Energy management key practices for planning phase
Key Practice
P1. Appoint energy
management manager
P2. Budget allocation
P3. Determine capital
investment and
priorities
P4. Develop contingency
plan
P5. Develop educational
plan
P6. Develop master plan
P7. Develop strategy plan
P8. Establish database
P9. Establish energy
goals and objectives
P10. Establish energy
policy
P11. Establish procedures
P12. Formulate energy
management
committee
P13. Gain top
management
commitment
P14. Provide guidelines
P15. Provides sufficient
tools
P16. Visibility start-up
Description
Assign or appoint someone as energy manager to plan, lead and manage
energy in university
Provide dedicated and sufficient capital budget for energy management
purpose
Weight the return and risk of energy conservation related investment
opportunities
Prepare emergency plan for minimize the impact of unexpected disruption
happened
Improve stakeholder’s energy knowledge through relevant training and
education programme
Summarize conditions and set appropriate operational parameters,
including potential savings, maintenance functions and needs of resources
Set short term and long term strategies to achieve the pre-determined
energy conservation objectives/missions/visions
Establish a database which is sufficiently comprehensive to show the
present and historical energy-usage trends, as well as to develop a uniform
energy record, report, and account system
Set energy goal and objective, the principle of Specific, Measurable,
Accurate, Reality and in the Time Frame (SMART) must be well
considered
Establish concise energy policy which may consist of the following: vision,
mission, objective, and approach to update the policy
Establish procedures for energy data collection, analysis, measurement and
reporting purpose
Form energy management committee who will become key players to
implement energy management practices in an organization
Pursue and gain top management commitment in supporting energy
management programme
Provide comprehensive guidelines such as user manual or standard for
energy related matters
Equip staff with appropriate energy conservation and measurement tools
such as walt-hour meter and portable digital meter for trouble shooting,
detect energy defects and other energy conservation purposes
Have high visibility start-up to ensure stakeholders understand the purpose
of the energy program and how it relevant to their job and income, for
example: releasing of medias, memos, newspapers, posters, films, etc
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
Table 2. Energy management key practices for implementing phase
Key Practice
I1. All level employee
involvement
I2. Communicate to
Employee
I3. Conduct energy audit
I4. Conduct energy walkthrough survey
I5. Conduct periodic
meetings between
energy management
committee and
coordinator
I6. Conduct program to
stimulate and sustain
interest
I7. Educate and train all
staff
I8. Establish uniform
record keeping system
I9. Establish uniform
reporting system
I10. Identify energy
conservation
opportunities
I11. Inform of the reasonsNeed
I12. Implement automatic
Control
I13. Improve energy
Efficiency electrical
Appliances system
I14. Promote awareness
I15. Motivation
I16. Perform maintenance
I17. Use sophisticated
technical innovation
Description
Involve all level of staff in the process of generating and implementing
energy saving ideas, make them “own the problem” rather than just
direct them to do something
Communicate periodically to employees regarding cost and progress of
energy management for enlisting employee support and participation
Conduct energy audit to review existing practices, investigate energy
usage and provide insight into particular inefficient operations
Conduct walkthrough assessment in classroom, office, utilities plant,
lab etc to investigate and analyze building energy usage
Organize periodic meeting to assure stakeholders understands the
energy management task and agrees on the proposed approaches in
solving identified energy problems
Organize program regularly to create and sustain interest among
stakeholders to conserve energy
Educate all employees on various energy issues and energy saving
opportunities through training, seminar or workshop
Develop a uniform record keeping system to document the energy
consumption, energy saving, improved actions etc.
Develop standard reporting procedures to monitor energy management
progress, the report shall be regularly submit to top management and
other interest party regarding what actual energy savings have resulted
from the expenditure of resources and funds
Prepare a list of energy conserving opportunities of common interest
range from no or low cost investment (e.g. monitor room temperature
and provide better building insulation) to expensive investment (e.g.
install Building Energy Management System)
Inform and justify the needs of energy conservation to employees and
public
Optimize efficient operation through automatic energy management
control system
Improve efficiency of appliances, such as lighting, heater, airconditioning system, computer, fan, etc
Raise energy awareness through appropriate awareness development
process, example: energy awareness stimulus, transference method,
regulation of behaviour and follow up
Recognize and reward outstanding individual or group for their
contribution in conserving energy
Perform regular proactive and reactive maintenance on energy relevant
facilities
Install or use sophisticated and advance equipments to aid energy
management, for example: solar technology, biomass technology,
advance motion sensor etc.
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
753
Table 3. Energy management key practices for monitoring and evaluation phase
Key Practice
M1. Advise on energy
matters
M2. Attention the detail of
use and costs
M3. Conduct economic
analysis
M4. Conduct energy
forecasting
M5. Conduct energy usage
and performance
analysis
M6. Demand control
M7. Ensure regulations
always met
M8. Keeping abreast of
latest development
M9. Maintain good
relations with other
department
M10. Measure and verify
M11. Perform follow-up
tasks
M12. Periodic review and
evaluation of overall
program
M13. Review of drawing,
data sheet, and
equipment
specification
M14. Tracking and
targeting
Description
Seek experts advise on energy management
Study the details of energy consumption pattern and costs for
potential improvement
Conduct economic analysis on selected energy management options,
such as life cycle cost, rate of return and cost-benefit ratio
Forecast future energy consumption and determine whether the actual
performance is better or worse than expected
Conduct energy usage and performance analysis on different areas so
that appropriate improvement can be took
Conduct demand control, for example: sub metering energy account
centre and identify devices or appliances to be turned off when it is
not in use
Ensure energy management activities are always compliance with
statute, regulation and contractual requirements
Keep abreast of latest energy management development
Keep a good working relationship with other departments on energy
management matters
Conduct measurement and verification on the effectiveness of
organisation’s policy in conserving energy
Collect and analyze energy use information to determine when and
why energy consumption is deviating from an establish pattern
Conduct periodic review and evaluation on whether energy
management program has been properly implemented, also, identify
opportunities for continuous improvement
Review and update building drawings, energy data sheets, and energy
measurement and saving equipments
Track and forecast energy usage for major group and then, set energy
saving target for them
4. Method
4.1 Current study
In order to identify the key practices of energy management, a questionnaire survey was conducted in
Malaysian Universities. This study is significant in exploring what are the key practices appreciated by
energy coordinators in Malaysian Universities.
4.2 Procedures and measures
The ‘typical’ itinerary of a research consisted of three important stages, begins with the theory runs
through the phases of data collection and analysis and returns to the theory [32]. In previous stage, we
have identified and categorized a list of key practices from the literatures. Anyhow, the list is doubt to be
accepted by the practitioners as it was merely theoretical review. Therefore, a survey is needed to be
done to mitigate the gap between theoretical review and practitioner’s needs [33].
Literature search indicated that there are no relevant questionnaire is available. To confirm the proposed
list of energy management key practices, we prepared a closed-ended questionnaire survey sheet that
consists of two sections. Section A intended to obtain the information about respondent background and
Section B intended to obtain the opinions of respondents towards the reviewed list.
The issue of measurement is one of the major concerns in instrument designation. In this research,
researcher adapted the Likert scale proposed by psychometrician Rensis Likert. The Likert scores
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754
International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
adopted were from 1 “very unimportant” to 5 “very important”. Energy coordinators were enquired to
rate energy management key practices according to their significance.
The respondents consisted of energy management coordinators from Malaysian public and private
universities. Questionnaires were distributed through electronic mail. Then, follow-up calls were made
every week until the third week from the date the instrument was sent. From the disseminated
questionnaires, 14 out of 29 sets of completed questionnaires were returned, the response rate is 48.30%.
Collected data was subjected to descriptive analysis, including analysis of mean and standard deviation.
Analysis of mean is to measure the central of tendency or identify the arithmetic average across the
distribution of the data set. It is designed to indicate the “middle” or “most typical” point (e.g. category
or score) in a distribution [34]. It is a norm to use this technique for ranking purpose [35, 36]. In this
research, the mean scores are more specific known as average Likert Score. It were calculated by
summing up the score from all the respondents and then divided by the number of respondents. The
formula is given as:
Average..Likert..Score.=
∑xn
(1)
where x is the summation of all respondent Likert score, n is the total number of respondent.
Standard deviation is computed to measure the dispersion of observations around the mean. It measure
how much all the scores in a group differ on average from the mean score [37]. Standard deviation is the
positive square root of the variance which is commonly used in explaining how widely the values in a
data set are spread or are clustered together around the mean [38]. It is more interpretable than variance
because it is in the correct unit of measurement [39]. The greater the variability around the mean of a
distribution, the larger the standard distribution is. The formula is given as:
Standard..Deviation..=
∑
N
i =1
( xi − x ) 2
(2)
N −1
where x is the value of mean, N is the total number of respondent, and Xi represents each data value
from i= 1 to i = N.
5. Findings and discussion
Table 4 shows key practices that energy management coordinators considered important at planning
phase. The key practices are presented according to their degree of importance in descending order with
its standard deviation.
Table 4. Planning phase
No
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Key Practice
Gain top management commitment
Establish energy goals and objectives
Budget allocation
Establish procedures
Develop a master plan
Establish data base
Establish energy policy
Provides sufficient tools
Develop strategy plan
Provide guidelines
Determine capital investment and priorities
Visibility start-up
Formulate energy management committee
Appoint energy management manager
Develop contingency plan
Develop educational plan
Average Likert Score
4.86
4.71
4.71
4.57
4.57
4.43
4.43
4.43
4.43
4.36
4.29
4.21
4.14
3.93
3.86
3.79
Standard Deviation
0.36
0.47
0.73
0.51
0.76
0.51
0.51
0.85
0.76
0.50
0.73
0.58
1.03
0.73
0.66
0.43
The average Likert Scores for all key practices in planning phase is 3.79 and above. The ranking suggest
that the practitioners are satisfied with the proposed key practices. All the key practices have standard
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
755
deviation with positive value and score less than 1.00, this except key practice “formulate energy
management committee” which its standard deviation (1.03) is slightly higher.
In overview, the key practice “gain top management commitment” have the highest average Likert score.
Without full and sincere commitment from top management, the energy program will not able to go far
and perhaps, confronted difficulties in gaining support from staffs. Therefore, it is not surprise to see it
was ranked as the most significant key practices. This was followed by establishing energy goals and
objective and budget allocation. The results suggest that the energy coordinators in Malaysian University
are well aware and concern about the budget issue. As without substantial budget, it is difficult for them
to invest in energy conservation activities. Key practices, namely “establish database”, “establish energy
policy”, “provides sufficient tools” and “develop strategy plan” share a same average likert score, which
is 4.43. Respondents considered appoint energy manager to be the least important key practices, to some
extent this can be attributed to many energy management activities in Malaysian universities are done by
other related professions such as facility manager or property manager rather than energy manager. The
bottom two are “develop contingency plan” and “develop education plan”, both are not the core function
of an energy management programme.
Table 5 shows the average Likert score for key practices distributed under the implementation phase.
Most of the key practices obtained mean value higher than 4.00. The standard deviation for all the key
practices under this phase are less than 1.00, indicating they were not distributed far from central
tendency.
Table 5. Implementing phase
No
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Key Practice
Conduct energy audit
Communicate to employee
Promote awareness
Efficiency improvements in electrical
appliance system
Conduct energy walk-through survey
All level employee involvement
Educate and train all staff
Establish uniform record keeping system
Identify energy conservation opportunities
Perform maintenance
Motivation
Periodic
meetings
between
energy
management committee and coordinator
Establish uniform reporting system
Inform of the reasons-need
Automatic control
Conduct program to stimulate and sustain
interest
Use sophisticated technical innovation
Average Likert Score
4.64
4.57
4.36
4.29
Standard Deviation
0.50
0.65
0.74
0.47
4.21
4.21
4.21
4.21
4.21
4.21
4.14
4.14
0.70
0.80
0.70
0.70
0.43
0.43
0.77
0.66
4.00
4.00
3.93
3.86
0.55
0.55
0.62
0.36
3.71
0.61
Respondents placed the “conduct energy audit” with highest average Likert score, suggests that it is the
most important key practices in the implementation phase. May there be internal or external, energy audit
can reveals energy performance in a university, and it is recommended to be performed to identify
opportunity for improvement. “Communicate to employee” is at the second whereas “promote
awareness” is at the third, this suggest respondents felt that it is important to gain support from the
employees in saving energy. Both practices are very relevant for no improvement can be expected unless
people know what to do and realized how importance of energy saving. There were total of six key
practices gained same average Likert score of 4.21, including “conduct energy walk through survey”, “all
employee involvement”, “educate and training of all staff”, “establish uniform record keeping system or
documentation”, “identify energy conservation opportunities”, and “perform maintenance”. For the key
practices automatic control and using sophisticated technical innovation, both of them was ranked as
number 15 and 17. The results implied that although using technological approach may seem impressive
and attractive, it is not always the favourite solution in energy conservation. Then, key practice “conduct
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
program to stimulate and sustain interest” was ranked as number 16. The result suggests that the
practitioners felt embracing key practices such as “promote awareness” and “motivating” are good
enough, key practices such as “conduct program to stimulate and sustain interest” seems to repeat what
others key practices have done.
Table 6 shows average Likert scores for 14 key practices in “Monitoring and Evaluation” phase.
Standard deviation is ranging from 0.83 to 0.43, indicating scores is near to the mean value.
Table 6. Monitoring and evaluation phase
No
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
Key Practice
Conduct energy use and performance analysis
Measurement and verification
Periodic review and evaluation of overall
program
Ensure regulations always met
Conduct economic analysis
Demand control
Keeping abreast of latest development
Attention the detail of use and costs
Perform follow-up tasks
Conduct energy management forecasting
Tracking and targeting
Review of drawing, data sheet, and equipment
specification
Maintain good relations with other department
Advice on energy matters
Average Likert Score
4.64
4.64
4.50
Standard Deviation
0.50
0.50
0.52
4.50
4.43
4.43
4.43
4.36
4.29
4.21
4.07
4.00
0.52
0.51
0.51
0.51
0.74
0.47
0.43
0.83
0.55
4.00
3.71
0.68
0.47
Again, key practices regarding to assessment such as “conduct energy use and performance analysis” and
“measurement and verification”, is placed at the most significant, both of them gained highest Likert
mean score of 4.64. To some extends, this can be attributed to lack of efficient energy performance
measurement system in Malaysian universities. For something cannot be measured, it is difficult to be
managed. Subsequently, this is followed by “periodic review and evaluation of overall program”,
suggests that respondents believed evaluation shall be conducted from time to time to monitor
programme performance properly. Respondents also show the key practice “ensure regulations always
met” is important, for it has been rated as number four, indicating respondent are well aware about the
needs to comply with energy legislation, for examples, Efficient Management of Electrical Energy
Regulations, Occupational Safety and Health Act, Electricity Supply Act 1990 and other legislation
relevant to energy management. Three key practices received same average Likert scores, including
“conduct economic analysis”, “demand control” and “keeping abreast of latest development”. Results
shows respondents rank key practices: “review of drawing, data sheet, and equipment specification” and
“maintain good relations with other department” at number 13 and 14, implies that it is not the main
focus in the monitoring and evaluation phase. Also, respondents rate the key practice: “advise on energy
matters” as the lowest, suggest they might found it is not a necessary to gain experts advises on energy
management matters.
6. Conclusion
The study has identified a list of energy management key practices for Malaysian universities and ranked
according to their average Likert score. We have grouped them into three phases, namely “planning
phase”, “implementing phase” and “monitoring and evaluation phase”. The list is a complement to guide
energy coordinators to implement effective energy management system in Malaysian university.
Most of the top ranked energy key practices such as “gain top management commitment”, “promote
awareness” and “communicate to employee” are intends to gain people involvement in the energy
management project. Key practices “budget allocation” which regarding resource gathering and
management also have high Likert mean score. For key practices related to measurement and reviews,
including “measurement and verification”, “periodic review and evaluation of overall program” and
“conduct energy audit” also received high Likert mean score. The results shows key practice “establish
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
757
energy goals and objectives” is very important for it will drive university to success in energy
management and sustainability.
On the other hand, some of the soft energy management key practices such as “develop education plan”,
“maintain good relationships with other department” and “advise on energy matters” have relatively low
Likert mean score. Also, key practices related to technology such as “automatic control” and “use
sophisticated technical innovation” have relatively low Likert mean score, these results suggest that
technology approach is not always the prior choice in energy conservation.
The survey is somewhat limited, for the sample size is small and it is the summary of opinions towards
the importance of predetermined key practices. It is felt that the list of key practices can still be extended
through open ended survey. In the future, a focus group study could be done to develop a more updated
and comprehensive list of key practices. Also, we feel it is worthwhile to measure the current practices of
energy management in Malaysian Universities. Therefore, it is recommended that an assessment matrix
to be developed based on the identified list of key practices.
Acknowledgements
This work is financed by Zamalah Scholarship provided by Universiti Teknologi Malaysia and the
Ministry of Higher Education of Malaysia.
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International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
759
Choong Weng Wai received his Ph.D. degree in Facilities Management from Universiti Teknologi
Malaysia, Malaysia. He is a senior lecturer in the Universiti Teknologi Malaysia and Deputy Director
(Marketing) of Centre for Real Estate Studies (CRES). His professional expertise and research covers
environmental studies, energy management and facilities management. Dr Choong is the professional
member of Environmental Management and Research Association of Malaysia (ENSEARCH) and
Malaysian Energy Professionals Association (MEPA).
E-mail address: cwengwai@utm.my
Abdul Hakim bin Mohammed has Ph.D degree University of London, UK. Now, he is a Professor of
Facility Management and Construction Management at Universiti Teknologi Malaysia. He is also the
Director of Centre for Real Estate Studies, Universiti Teknologi Malaysia and Vice President of Malaysian
Association of Facilities Management. His main research areas are facilities procurement management,
project quality management and strategic maintenance management.
E-mail address: abdhakim@utm.my
Low Sheau Ting received her Msc in Facilities Management from Universiti Teknologi Malaysia,
Malaysia. She is a Ph.D candidate in Facilities Management in the Centre for Real Estate Studies (CRES),
Faculty of Geoinformation Science and Engineering, Universiti Teknologi Malaysia. She is actively
involving in energy and facilities research, also professional member of Malaysian Energy Professionals
Association (MEPA).
E-mail address: lowsheauting@hotmail.com; stlow2@siswa.utm.my
ISSN 2076-2895 (Print), ISSN 2076-2909 (Online) ©2011 International Energy & Environment Foundation. All rights reserved.
760
International Journal of Energy and Environment (IJEE), Volume 2, Issue 4, 2011, pp.749-760
ISSN 2076-2895 (Print), ISSN 2076-2909 (Online) ©2011 International Energy & Environment Foundation. All rights reserved.